At 81 most people wish to put their feet and up and retire by the sea, but, until just a couple of days ago, Joe Biden was in the midst of a turbulent Presidential election campaign, locking horns with his Republican opponent, Donald Trump.
Now, following months of campaigning, some blunders and concerns as to his fitness to continue in the role due to his age, President Biden has stepped down as the Democratic party candidate, making way for his Vice President, Kamala Harris, to take the nomination. If successful in November’s election, she would become the first-ever female President of the USA.
President Biden’s age has come under intense scrutiny in recent months, with high-profile gaffes such as a slip entering the presidential jet or misnaming President Zelensky. And while political opponents and the general public may have been quick to jump on them, there are real HR considerations here. The most notable of which is retirement age.
Retirement at 63
In the USA retirement age is set at 63 years of age, which both President Biden and former President Donald Trump have long since passed. This brought criticism from all sides and concerns about whether advanced age meant either candidate could carry out the role properly. Joe Biden came in for additional scrutiny as the sitting President, with concerns over his health and fitness increasing in volume as the election campaign ramped up.
In the UK, the debate around mandatory retirement age has ramped up recently following Sir Keir Starmer’s announcement that House of Lords peers will be forced to retire once they turn 80.
It’s not automatically unlawful to set a maximum age on employment which means employers can operate a retirement age. But there is a tricky legal test to pass first, as ending someone’s employment purely because of age would fall foul of discrimination laws.
Retirement ages are set as a guide, not a rule. This means that older workers can choose to retire at whatever age suits them, rather than having it predetermined by law. While many look forward to claiming their pension and enjoying time to themselves after a long and productive career, others feel they still have much to offer and continue working long after traditional retirement age.
Despite this, there was an overwhelming noise for Biden to step aside and let someone else take the lead. Before his departure rumours were circulating for weeks but he remained, which begs the question when is the right time to stand down?
When is the right time to step down?
There is a point in every person’s career when the question comes as to when the right time is to stand down, and that has to be looked at on a case-by-case basis, considering each individual’s health, role and desire to keep working.
A key part of leadership is knowing when to step aside.
Periods of uncertainty in the team can be detrimental to businesses – especially when the uncertainty comes from the top. Rumours surrounding senior leadership or the future of the business, can cause great anxiety and uncertainty amongst a company, disrupting productivity and potentially even employee wellbeing.
Wellbeing can be impacted in many ways whether this be down to the change in leadership, an increased workload, disruption or simply the fear of the unknown.
Focusing on wellbeing offerings during any period of change is crucial to help employees navigate a period of transition. This will help ensure that the whole team feels happy and safe in the company’s future, allowing them to continue carrying out their role to the best of their ability.
Businesses may want to proactively implement succession plans so that they are prepared if a key person were to leave. This can help save on recruitment costs and time. Likewise, minimising disruption and uncertainty across the organisation during any leadership transition will help prevent wider departures, again saving on the need to recruit replacements.
Ensure that succession plans are communicated to the entire management team, so they are able to minimise any apprehension or anxiety amongst the wider workforce. Where possible, have a handover in place to allow operations to continue as smoothly as possible.
Preparation is key here. Making a smooth transition to new leadership without additional work or issues being created will help the company to move forward in a productive manner.
A change in leadership can also be an opportunity for a business to restructure. New leaders bring new ideas and perspectives. Take the opportunity to look at your current processes and operations, assessing successes and limitations and updating accordingly to open up new opportunities.
Change can be disruptive, but managed properly, there should be limited impact on the wider business. The role of HR is integral to the success of any leadership transition.
Kate Palmer is HR Advice and Consultancy Director at global employment law consultancy, Peninsula.
Kate joined in 2009 from a worldwide facility services company where she was Senior HR Manager. Her exploits included providing HR & employment law support to over 30 UK hospitals and dealing with high profile NHS union cases—expertise she now brings to Peninsula clients.
Today, Kate is involved in all aspects of HR and employment law advice.
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